Skip to main content

Requirements Confusion

Over on Seilevel's Requirements Defined message board, Joy Beatty wrote about her recent experience at a requirements conference:

I heard some new ideas about NFRs [nonfunctional requirements] - One was that the distinguisher is that FRs [functional requirements] are quantifiable and NFRs are not. I'm not sure that I think any requirement is not quantifiable if you try hard enough to make it so.

A further explained response was that using “testable” as a distinguisher, meant that the requirement can be tested by execution of the system (FR = function or performance) vs something you might test about the environment of the system (NFR = maintainability).
In my opinion, these anecdotes only underscore just how misunderstood requirements are. People at a requirements conference were saying these things? Wow.

As I've mentioned, a nonfunctional requirement is just as testable and quantifiable as a functional requirement.

Functional requirements state what the system should do. The system either does it or doesn't do it. So sure, functional requirements are testable.

Nonfunctional requirements are simply metrics that we attach to functional requirements. While the system is doing whatever it's supposed to be doing, we can measure things like throughput (performance), how long it takes for a typical user to accomplish her goals (usability), the percentage of time the system is available to deliver any particular functionality (availability), etc. These nonfunctional requirements are by their very nature testable (at least in principle) and quantifiable.

Comments

Joy said…
Roger, I'm with you on this, I was just quoting what I heard. I can't comprehend writing a requirement that you cannot measure.

Though I will slightly argue with Kevin's comment that quantifiable may actually not be an ok term - it may just be semantics though. But, right or wrong, I equated in my mind that "quantifiable" is the same as "measurable".

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri  makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos

5 Ways Companies Make Product Decisions

In the last blog entry, we reviewed the  four problems that companies face, or are trying to overcome, as they make product decisions .  Now we'll look at the ways that most companies make their product decisions. Companies that develop, market, and sell products and solutions make strategic and ongoing tactical decisions.  They decide what features to include in their products, what messages they will use to communicate the value of their products, what marketing tactics they will use, what prospective customers they will target, and many day-to-day choices. Whether or not these decisions are deliberate or ad hoc, most companies use some combination of the following ways of making product decisions. (A downloadable "map" that summarizes the product decision landscape is included at the end of this article.) Customer Wants Product decisions based on feature requests, focus groups, and what prospects and customers say they want. Companies are selling products to

Is Customer Development Pseudoscience?

The “Science” of Lean Startup Lean startup practitioners embrace the scientific method, seeking the "truth" about what business model and strategy will lead to product success. We do so by: Formulating hypotheses Crafting and running experiments to test them Learning from the experiments Iteratively feeding our learnings back into revised hypotheses Sounds pretty scientific, at least in spirit, doesn't it? Yet this process actually neglects a key ingredient in the scientists' mode of operation. To identify what’s missing, let’s examine “customer development”. Customer Development Steve Blank is one of the pioneers of the lean startup movement. He introduced into the lean startup lexicon the term “customer development”. Customer development consists of sessions and interactions with customers to test hypotheses. For example, a product manager might interview a prospect, asking if she agrees with the product manager’s hypotheses about the problem